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This paper examines several individual coping strategies and employees' perception of organisational provision of work–life balance (WLB) programmes with a sample of 700 Australian employees. The combined effects of individual coping strategies and organisational provision of WLB programmes on employee affective well-being are examined, using structural equation modelling. Results indicate that individuals with positive attitudes and life coping strategies were more capable of achieving overall well-being. Both monetary- and non-monetary-based organisational WLB provision had no direct association with employee well-being, but had indirect effects via individual coping strategies to help employees achieve better well-being. Employee well-being was found to have a stronger association with individual effort than organisational deliberation in providing WLB programmes. Theoretical and practical implications of these study outcomes are discussed.
